the balancing act of paradoxical leadership
By Wendy Spalding
I have always been interested in the theory and practices of different leadership styles across the wide range from ‘Authoritative’ to ‘Visionary’. For a long time now, I have supported the practices of Servant Leadership as one of the most effective leadership styles.
However, in a recent discussion with a group of Non-Executive Directors of JSE listed companies it became apparent that organisations are now looking to hire for the qualities of a leader who can flex their leadership styles and most importantly hold two opposing leadership styles at the same time.
So, we are now on the pursuit to identify and develop ‘Paradoxical Leaders’ who can effectively walk the tight-rope of seemingly conflicting leadership styles.
The assumption is that as businesses continue to face increasingly complex challenges, a paradoxical leader will be having to navigate different perspectives and come up with creative solutions. They are required to be hard on numbers yet soft on people, assertive and empathetic, embrace competition and collaboration, and integrate innovation and tradition.
According to Ella Miron-Spektor, an INSEAD professor, Paradoxical leadership embraces the tension between opposites and uses it to foster flexibility, creativity and adaptability.
Assertiveness is often associated with great leadership, but it’s important to balance that with empathy. Being assertive can help you set the vision and goals for your team, but empathy allows you to connect with team members and understand their needs.
Paradoxical leaders strike a balance between competition and collaboration. Competition can drive innovation, but when taken too far, it can lead to chaos and negativity. Collaboration, on the other hand, encourages teamwork and inclusiveness. By finding ways to balance both, leaders can encourage competition that drives innovation and create a collaborative environment that fosters success.
Integrating innovation and respecting tradition can be difficult as well. While innovation drives growth, tradition can provide stability and help maintain connections to the past. Successful leaders find ways to innovate while respecting tradition, perhaps by modernizing long-held business practices or finding ways to reintroduce traditional elements into contemporary strategies.
Paradoxical leadership requires both a deep understanding of oneself and others as well as a willingness to challenge assumptions and take calculated risks. This style of leadership is not bound by a single style or mindset but rather requires an adaptability to the situation at hand. A blend of seemingly contrary skills and characteristics is what sets paradoxical leaders apart from their counterparts.
Diversity, Equity and Inclusion is a key agenda for all organisations worldwide. Interestingly, Paradoxical Leadership has been shown to be an effective leadership style when working with diverse teams. It can be hard to keep everyone on the same page and navigate through the differences in perspectives. However, a paradoxical leader can inspire their team to work together towards a common goal and embrace the differences that diversity brings.
Should you be curious to learn more about Paradoxical Leadership we would highly recommend getting yourselves a copy of “Paradoxical Leadership. How to make Complexity an Advantage” written by Ivo Brughmans, a philosopher, political scientist and management consultant. Ivo is passionate about how we can connect seemingly opposing values and goals, in ourselves, in organizations and in society.
In a world where change is the only constant, we are learning that Paradoxical Leadership is becoming increasingly important. It involves balancing conflicting styles, developing key skills, and overcoming challenges. The key takeaways are to be self-aware, communicate effectively, be flexible, work with diverse teams, and manage resistance to change. In conclusion, Paradoxical Leadership is the art of navigating contradictions and thriving in a world of uncertainty. It’s not an easy path, but it’s seemingly necessary to future-proof the organization and keep pace with the evolving business landscape.
